Preface v
PART ONE: THE PROJECT CONTEXT 3
The subject: purposive action An 3
introduction.
Thinking about managing projects Five 7
fundamental points.
Value added Value added by design is a 12
potential be realised.
Design artistry A concept of professional 18
competency.
One time, on time A contemporary management 23
focus.
The life-cycle concept The internal dynamic 26
of projects.
Getting it right, first time, up front 28
Leverage in the project life-cycle.
Managing design Aspects of managing design 32
inputs to a project.
A project recipe Summarising the project 38
situation and its management.
A parable How badly things can go wrong! 40
PART TWO: DECISIONS AND TECHNIQUES 49
Simplified decisions The importance of 49
simplifying decision-making.
Heuristic The ancient art of simplified 55
problem-solving.
Scheme sign-off gateway A key point of 59
change in the project history.
The WBS A fundamental PM technique. 63
Picturing it Planning is a mapping of 67
future intended actions.
Fishbone framing A simple technique for 72
identifying main activities.
Synchronised efforts `Pass the baton' and 79
`concurrent' planning.
Monitoring and control The planning is done 82
and the job is underway -- now what?
Disparate perspectives Project criteria 91
depend upon your viewpoint.
Props and pitfalls Two (twin) aspects of 94
the project situation.
PART THREE: MANAGING COSTS AND FEES 99
Change, understanding and risk The 99
relationship between these factors.
Costing technique overview The issue of fee 102
scales and the concept of the response slope.
Variety and complexity Acknowledging these 111
two factors.
Practice cost benchmarks Deconstructing the 113
former RIBA fee scale.
Bottom-up The Standard Form of Agreement 122
and fee estimating criteria.
Heuristic trapezoids A simple technique of 126
usefulness to architects.
PART FOUR: CULTURES AS ACTION SYSTEMS 131
Commitment as action Looking at the project 131
process in terms of commitments.
Contractual relations Three fundamental 134
types of contract.
Cultural architectures Culture as an 138
organisational architecture.
Cultural stereotypes Common stereotypes. 141
Cultural layers From suits to boiler suits. 149
Taylorism The grand-daddy of scientific 151
management.
Professionals on the job Seminal research 154
into how firms can satisfy staff.
Quality An important issue and an abused 156
term.
Teams Understanding the importance of the 160
team concept.
Me manager; you ox Motivation theory. 164
Leadership and team dynamics Waves in the 166
life-cycle.
PART FIVE: CONCLUDING SECTION 181
Head in the clouds/feet on the ground 181
A brief project management dictionary 183
A network primer 191
References 195
Notes 202
Index 205